McKinsey firgerprint's are all over Valeant
From the FT, John GapperValeant’s downfall is not exactly McKinsey’s fault but its fingerprints are everywhere. Half of its six-person senior executive team formerly worked at McKinsey, including Michael Pearson, its chief executive, and Robert Rosiello, its finance director. So did Ronald Farmer, the director who chairs its “talent and compensation” committee, which temporarily transformed Mr Pearson into a billionaire.
It is as if the McKinsey alumni network now meets in Canada, the country to which Mr Pearson moved Valeant for tax reasons following a 2010 merger. He had been hired as its chief executive in 2008, when the board liked his strategic advice so much that it asked him to take charge of implementing it.
Mr Pearson, who worked for McKinsey for 23 years, rising to head its global pharmaceuticals practice and sit on its 30-member shareholder council (the equivalent of its board of directors), was not the quintessential suave and intellectual McKinsey partner. He was loud and profane and was seen, in the words of one former colleague, as “sharp edged and sharp elbowed”.
http://www.ft.com/intl/cms/s/0/0bb37fd2-ef63-11e5-aff5-19b4e253664a.html#axzz43oiBQmVH
All organization's can always have some rotten Apples however my experience with Mckinsey is one where they get the data and decide accordingly. I don't see visions or ideas, i see a organization obsessed by data points and return to the mean. The famous Hedge Fund LTCM was also obsessed with data and they went under.If leverage is big you don't have time for some setbacks. In the LTCM case leverage was enormous/huge.
My take on Valeant is probably all they have done makes sense and they are big time levered. Probably they will do well if they can keep the financing lines open and get out of the news.
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